When Day took over the company, there were some problems and challenges under Bob Meers leadership that should be handled. Primarily, under his leadership, there was decision making in terms of location strategies that had led to underperforming stores. Many of the high cost locations where the stores were situated had yielded no demand. Bob Meers had failed to exercise leadership vision and foresight in the construction of these high cost location infrastructure. This had resulted in escalating costs and quality concerns at the sites. Secondly, the decision made towards implementing newer inventory systems in order to meet the demands of the marketplace of Lululemon was seen to have been ill prepared. The use of an extensive inventory management system was a huge step for Lululemon and. The staff should have been trained in its use such that the transition to these systems would have been easier on them. Finally, the role of the leader should focus on empowering people working with him.
In this case, it is observed that Lululemon’ leadership under Bob Meers was not adequate. The people lacked the cross functional motivation to work better.Cross functional working is usually challenging with different teams from different specializations often come together in order to solve a task with a common purpose. Here there would be conflicts as the different team member perspective on the issue will would differ based on their background. A person from end marketing functionality will not view the issue with a product in a way that coheres with the perspective of the product manufacturing team. Therefore, the leader is the one who empowers the teamwork in order to help the team compromise and understand their differences. Bob Meers leadership could not align the people and this led to development challenges.